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1、,2,The Evolution of Management Theory,2,管理理论的发展,Scientific Management theory,Modern management began in the late 19th century.Organizations were seeking ways to better satisfy customer needs.Machinery was changing the way goods were produced.Managers had to increase the efficiency of the worker-task
2、 mix.,科学管理理论,现代的管理起源于19 世纪晚期。组织正在寻求更好满足客户需求的方法。机器正在改变商品生产的方式。管理者必须提高工人与工作的效率。,Job specialization,Adam Smith, 18th century economist, found firms manufactured pins in two ways:Craft - each worker did all steps. Factory - each worker specialized in one step.Smith found that the factory method had much
3、 higher productivity.Each worker became very skilled at one, specific task.Breaking down the total job allowed for the division of labor.,工作专业化与劳动分工,亚当史密斯 , 18 世纪经济学者,发现公司以两种方式制造产品:小作坊 - 每个工人做了所有的步骤。 分工 - 每个工人专攻一个步骤。史密斯发现劳动分工的方法有更加高的生产率。每个工人在某一项特定工作上变得技术纯熟。打破整体工作，允许对劳动力进行分配。,Evolution of Management
4、Theory,1890,1940,2000,Figure 2.1,Administrative Management,Behavioral Management,Scientific Management,Management Science,Org. Environment,管理理论的进化,1890,1940,2000,图 2.1,行政管理理论,行为管理理论,科学管理理论,管理科学理论,组织环境理论,Scientific Management,Defined by Frederick Taylor, late 1800s.The systematic study of the relatio
5、nships between people and tasks to redesign the work for higher efficiency.Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.,科学管理,在19世纪末由弗雷德里克泰勒阐述。以提高效率为目的，重新设计工作过程，对员工与工作任务之间的关系进行系统的研究。泰勒努力寻找减少每个工人花费在每项工作的时间的方法，并使此方法尽可能完善。,The 4 Principles,Four Pr
6、inciples to increase efficiency:1. Study the way the job is performed now & determine new ways to do it.Gather detailed, time and motion information.Try different methods to see which is best.2. Codify the new method into rules.Teach to all workers.3. Select workers whose skills match the rules set
7、in Step 2.4. Establish a fair level of performance and pay for higher performance.Workers should benefit from higher output.,4项原则,四项提高效率的原则:1. 研究工作现行 的方法和决定用新的方法。收集细节,时间和动态数据。尝试不同的方法，审视哪一个是最好的。2. 将新的方法整理成规则。教给所有的工人。3. 利用技术匹配规则挑选出与 2 步骤中规则相匹配的工人。4. 制定出一个公平的绩效水平，对超出既定水平的工作绩效给与奖励工人应该获益于较高的产量。,Problems
8、of Scientific Management,Managers often implemented only the increased output side of Taylors plan.They did not allow workers to share in increased output.Specialized jobs became very boring, dull.Workers ended up distrusting Scientific Management.Workers could purposely “under-perform”Management re
9、sponded with increased use of machines.,科学管理的问题,管理者时常只实现泰勒的计划中增加产量的方面。他们不允许工人分享增加的产量所带来的利益。专项工作变得非常令人厌烦,乏味。工人最终不信任科学管理。工人故意地“磨洋工”。 管理者用增加机器使用的方法来解决矛盾。,The Gilbreths,Frank and Lillian Gilbreth refined Taylors methods.Made many improvements to time and motion studies.Time and motion studies:1. Break d
10、own each action into components.2. Find better ways to perform it.3. Reorganize each action to be more efficient.Gilbreths also studied fatigue problems, lighting, heating and other worker issues.,杰尔布理斯夫妇的研究,富兰克和 莉莲杰尔布理斯精炼泰勒的方法。作出了对时间和运动研究的许多进步。时间和运动研究:1. 将每个行动分解成为动作因素。2. 寻找较好的方法运行它。3. 重新组合每个行动因素,使之
11、更有效率。杰尔布理斯也研究了疲劳问题，照明系统，暖气系统和工人跳槽。,Administrative Management,Seeks to create an organization that leads to both efficiency and effectiveness.Max Weber developed the concept of bureaucracy.A formal system of organization and administration to ensure effectiveness and efficiency.Weber developed the Fi
12、ve principles shown in Figure 2.2.,行政管理理论,寻求建立一个高效率和强竞争力的组织结构。马克斯韦伯的官僚行政组织理论。为保证竞争力和效率而设计一个正式的组织和管理体系。韦伯发展了图 2.2 模块中的5个原则。,Bureaucratic Principles,A Bureaucracyshould have,Written rules,System of taskrelationships,Hierarchy ofauthority,Fair evaluation and reward,Figure 2.2,管理人员的原则,管理人员应该具有的条件,书面的规则,
13、工作的系统关系,清楚确定的职权等级,公平的评价和酬劳,图 2.2,Key points of Bureaucracy,Authority is the power to hold people accountable for their actions.Positions in the firm should be held based on performance not social contacts.Position duties are clearly identified. People should know what is expected of them.Lines of au
14、thority should be clearly identified. Workers know who reports to who.Rules, Standard Operating Procedures (SOPs), & Norms used to determine how the firm operates.Sometimes, these lead to “red-tape” and other problems.,管理人员的重点,职权是使人们为自己的行为负责和对组织资源的使用进行决策的力量。在公司中的位置应该基于个人品质而不是社会地位和关系。职权责任被清楚地认识， 人们应该
15、知道他们被寄予什么希望。职权的水平线应该被清楚地认明，工人知道谁向谁报告。规则 ,标准操作规定和 准则过去常常决定公司怎样运行。有时,这些规则导致“繁文缛节”的公事程序和其他问题。,Fayols Principles,Henri Fayol, developed a set of 14 principles:1. Division of Labor: allows for job specialization. Fayol noted firms can have too much specialization leading to poor quality and worker involv
16、ement.2. Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.3. Unity of Command: Employees should have only one boss.4. Line of Authority: a clear chain from top to bottom of the firm.5. Centralization: the degree to which authority rests at the very top.,法约尔的一般原则?,亨利法约尔,发展了14项原则组成的一个系列:1. 劳动分工: 考虑到工作专业化。 法约尔公司能让太多特别化领导的到贫穷的质量和工人牵涉。2. 权利与责任原则:法约尔概括了从专门技能中得到的正式的和非正式的职权。3. 统一指挥原则: 一个下属只应接受一个上级的命令。4. 等级制度原则: 从公司的最高权力层到最基层的领导序列。5. 适当集权与分权原则: 管理上要保持适当集权与分权。,
